Media Training – Using Radio and TV in Public Relations 071609
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Media Training PowerPoint ® for Rowan University graduate students. Citations are given during oral presentation and in "The Public Relations Practitioner's Playbook" by M. Larry Litwin.
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Media Training – Using Radio and TV in Public Relations 071609
- 1. Media Training Cross Platforming – The Networked Age Working with Radio/TV © 2009 – M. Larry Litwin, APR, Fellow PRSA
- 2. Taken from…
- 3. Goals
- 4. Goals Help participants understand how media operates
- 5. Goals Help participants understand how media operates Share system of preparation Comfort
- 6. Goals Help participants understand how media operates Share system of preparation Comfort Help each participant grow as a communicator How to better prepare
- 7. Goals Help participants understand how media operates Share system of preparation Comfort Help each participant grow as a communicator How to better prepare Give participants the added tools to help each other
- 8. Communication: A Tool of Leadership
- 14. Leadership Framework Control Preparation Follow-up
- 15. Leadership Framework Control Preparation Follow-up Proactive
- 17. Leadership Framework Consistency Organization Repetition
- 19. Leadership Framework Campaign Planning/”Premeditated” Strategy/Timing
- 20. Leadership Framework Campaign Planning/“Premeditated” Strategy/Timing Measurable results
- 21. Leadership Framework Control Campaign Preparation Planning/ Follow-up “Premeditated” Proactive Strategy/Timing Consistency Measurable Organization results Repetition
- 22. Basic Principles
- 23. Basic Principles • Relate your identity to help create an image
- 24. Basic Principles • Relate your identity to help create an image Know the difference between identity and image. Persuasion – the activity of creating, reinforcing, modifying or extinguishing beliefs, attitudes and/or behaviors. Logo not ego!
- 25. Basic Principles Relate your identity to help create an image Analyze your credibility (trust) and believability (truth) Credibility – is in the eye of the beholder.
- 26. Basic Principles • Relate your identity to help create an image • Analyze your credibility and believability • Exercise control
- 27. Basic Principles • Relate your identity to help create an image • Analyze your credibility and believability • Exercise control • Maintain a positive attitude
- 28. Basic Principles • Relate your identity to help create an image • Analyze your credibility and believability • Exercise control • Maintain a positive attitude • Demonstrate leadership listening
- 29. Credibility
- 34. MAC Triad MAC Triad M M +P+T +P+T AA C C M=Message A=Audience C=Channel M=MessageP=Purpose T=Timing A=Audience C=Channel P=Purpose T=Timing
- 35. Audience Analysis/Worksheet • Identify your audience.
- 36. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically.
- 37. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically, psychographically, geodemographically. • How well does your audience understand the issues (or topics) you wish to discuss?
- 38. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically, psychographically, geodemographically. 3. How well does your audience understand the issues (or topics) you wish to discuss? 4. What is your audience’s attitude toward your agenda?
- 39. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically, psychographically, geodemographically. • How well does your audience understand the issues (or topics) you wish to discuss? • What is your audience’s attitude toward your agenda? • What does your audience need to know or believe in before you can change its behavior? (What’s in it for them?)
- 40. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically, psychographically, geodemographically. • How well does your audience understand the issues (or topics) you wish to discuss? • What is your audience’s attitude toward your agenda? • What does your audience need to know or believe in before you can change its behavior? (What’s in it for them?) • To what type of arguments is your audience likely to respond?
- 41. Audience Analysis/Worksheet • Identify your audience. • Analyze your audience demographically, psychographically, geodemographically. • How well does your audience understand the issues (or topics) you wish to discuss?
- 42. Audience Analysis/Worksheet 4. What is your audience’s attitude toward your agenda? 3. What does your audience need to know or believe in before you can change its behavior? (What’s in it for them?) 7. To what type of arguments is your audience likely to respond?
- 43. Interview Goals What outcomes do you want from your target audience as a result of your strategic message?
- 44. Interview Goals What outcomes do you want from your target audience as a result of your strategic message? What outcomes do you want to prevent (if any) from your target audience?
- 45. Interview Goals What outcomes do you want from your target audience as a result of your strategic message? What outcomes do you want to prevent (if any) from your target audience? What points or arguments are your opponents or competitors likely to make?
- 46. What makes a good soundbite?
- 47. What makes a good soundbite(byte) ? Short and sweet
- 48. What makes a good soundbite? Short and sweet Visual
- 49. What makes a good soundbite? Short and sweet Visual Simple
- 50. What makes a good soundbite? Short and sweet Visual Simple Compelling
- 51. Avoid the Media Traps
- 52. Avoid the Media Traps Stay calm and composed.
- 53. Avoid the Media Traps Stay calm and composed. Stay on message.
- 54. Avoid the Media Traps Stay calm and composed. Stay on message. Don’t provide answers that could negatively impact your reputation or your organization’s reputation.
- 55. Avoid the Media Traps Stay calm and composed. Stay on message. Don’t provide answers that could negatively impact your reputation or your organization’s reputation. Don’t be caught off-guard by questioning that you want to declare off- limits.
- 56. Avoid the Media Traps Stay calm and composed. Stay on message. Don’t provide answers that could negatively impact your reputation or your organization’s reputation. Don’t be caught off-guard by questioning that you want to declare off-limits. Listen carefully to the reporter’s choice of words and don’t repeat the negatives.
- 57. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.)
- 58. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.) Don’t be tempted to speculate or engage in hypothetical thinking.
- 59. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.) Don’t be tempted to speculate or engage in hypothetical thinking. Don’t feel obligated to fill a silence.
- 60. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.) Don’t be tempted to speculate or engage in hypothetical thinking. Don’t feel obligated to fill a silence. Don’t allow yourself to be drawn into disparaging your competition.
- 61. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.) Don’t be tempted to speculate or engage in hypothetical thinking. Don’t feel obligated to fill a silence. Don’t allow yourself to be drawn into disparaging your competition. Listen carefully to each question to better determine the reporter’s agenda in asking it.
- 62. Avoid the Media Traps Don’t go “off the record.” (There are minor exceptions.) Don’t be tempted to speculate or engage in hypothetical thinking. Don’t feel obligated to fill a silence. Don’t allow yourself to be drawn into disparaging your competition. Listen carefully to each question to better determine the reporter’s agenda in asking it. Correct inaccurate perceptions and facts.
- 65. Successful Media Interviews Before the interview
- 66. Successful Media Interviews Before the interview During the interview
- 67. Successful Media Interviews Before the interview During the interview After the interview
- 71. A Summary
- 72. A Summary Be open, honest, thorough and valid (relevant)
- 73. A Summary Be open, honest, thorough and valid Be accessible
- 74. A Summary Be open, honest, thorough and valid Be accessible Remain calm and confident – even in the face of adversity
- 75. A Summary Be open, honest, thorough and valid Be accessible Remain calm and confident – even in the face of adversity Know the subject matter (as well as you know your own name)
- 76. A Summary continued Explain all the facts (key message points) in simple English (layperson’s terms)
- 77. A Summary Explain all the facts (key message points) in simple English (layperson’s terms) Take control of the interview
- 78. A Summary Explain all the facts (key message points) in simple English (layperson’s terms) Take control of the interview Be careful of going “off-the-record” or giving “background information” (not for attribution)
- 79. A Summary Get your message and/or important information out early (in the first few statements). Then, drive these vital points home by repeating them in your closing summary. Anticipate questions and be prepared with the answers
- 80. Karen Friedman’s Bill of Rights You have the right to tell your side of the story.
- 81. Karen Friedman’s Bill of Rights You have the right to tell your side of the story. You have the right not to answer questions.
- 82. Karen Friedman’s Bill of Rights You have the right to tell your side of the story. You have the right not to answer questions. You have the right to correct someone who is putting words in your mouth.
- 83. Karen Friedman’s Bill of Rights You have the right to tell your side of the story. You have the right not to answer questions. You have the right to correct someone who is putting words in your mouth. You have the right to share your credentials, so it is clear you are the expert.
- 84. Karen Friedman’s Bill of Rights You have the right to take time to prepare.
- 85. Karen Friedman’s Bill of Rights You have the right to take time to prepare. You have the right to ask questions.
- 86. Karen Friedman’s Bill of Rights You have the right to take time to prepare. You have the right to ask questions. You have the right to decline to talk.
- 87. Karen Friedman’s Bill of Rights You have the right to take time to prepare. You have the right to ask questions. You have the right to decline to talk. You have the right to explain your point of view.
- 88. Karen Friedman’s Bill of Rights You have the right to take time to prepare. You have the right to ask questions. You have the right to decline to talk. You have the right to explain your point of view. You have the right to be human.
- 89. Karen Friedman’s Bill of Rights You have the right to take time to prepare. You have the right to ask questions. You have the right to decline to talk. You have the right to explain your point of view. You have the right to be human. You have the right to make a mistake and correct it.
- 90. Questions M. Larry Litwin, APR Rowan University larry@larrylitwin.com www.larrylitwin.com © 2009